Testing an organizational innovativeness integrative model across cultures

Most previous within-discipline research on innovativeness as an organizational trait does not account for cross-disciplinary perspectives, leading to incomplete findings. This paper develops an integrative model of organizational innovativeness, based on research in several disciplines to identify antecedents to, characteristics of, and outcomes of organizational innovativeness. Cross-sectional, questionnaire-based data from Israeli, Lithuanian, and Slovakian public organizations were used to test the model. Market and learning orientation enhanced organizational innovativeness, whereas internal politics and centralization reduced it. Organizational innovativeness enhanced two individual-level outcomes (satisfaction and commitment), as well as innovation performance, which, in turn, improved overall organizational performance.